I recently came across a fascinating statistic on organizational change from HBR.org that impacts managers:
In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail.
Do these numbers surprise you? As a professional who helps plan for both individual and organizational change for a living, I can tell you that it often starts at the top.
Managers are so crucial to making any organizational change work for everyone, from smart communication to their team, to setting the right expectations for upper management (and themselves). But on top of that, they and the people they lead need to be self-aware as they begin the change process.
This is another point from the HBR.org article:
One study found that when it comes to decision making, coordination, and conflict management, teams that have a low degree of self-awareness are less than half as effective as teams that are highly self-aware.
The article does a great job of digging into the mindset of a leader who will succeed during times of change, identifying topics like each manager’s “triggers” and tangible advice on your “narrative.” I hope you’ll read it.
And even more so I hope you’ll realize the power you have as a manager during times of change. Success really can start – or end – with you.